Competitive Advantage: Strategies, Management and Performance

Verl Anderson (Editor)
Dixie State University, Professor of Management, St. George, UT, USA

Cam Caldwell (Editor)
Alexandria, LA

Series: Business Issues, Competition and Entrepreneurship
BISAC: BUS000000

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As firms struggle in the modern era to achieve financial success, many recognize that a global economy has made their task more challenging than ever before. Universal access to the latest information and the ability to duplicate technological capabilities make it difficult for firms to sustain previously existing competitive advantages.

Business leaders understand that the challenges that they face require a new and much more behavioral approach to managing their companies than has been successful in the past. In this volume, we address the quest for success in a world where innovation and constant change threaten the status quo.

Today’s successful leaders recognize the importance of creating organizational cultures that build trust, treat employees as valued partners, and provide those employees with the resources to constantly learn.

Emphasizing a value-based and behavioral approach to managing employees, many of the chapters of this book address the importance of a strategic approach that is committed to both organizational excellence and the best interests of a company’s employees.

Nearly eighty years ago, Chester Barnard emphasized that successful organizations both pursue a worthy purpose that benefits society and strive to satisfy the individual needs of its membership. This volume endorses the importance that successful organizations today are committed to values that inspire others, work for the best interests of the global community, and demonstrate a commitment to constant improvement.

The theme of this volume is that competitive advantage can best be achieved by leaders and companies that are constantly learning, looking for more effective and efficient ways to assist customers, and those who are dedicated to innovation and the pursuit of excellence.

Chapter 1. Strategy, Competitive Advantage, and Performance
Verl Anderson and Cam Caldwell (Dixie State University, St. George, USA, and others)

Chapter 2. Strategic Management and the Performance Pyramid
Cam Caldwell and Verl Anderson (Alexandria, USA, and others)

Chapter 3. Strategic Planning: Myth or Necessity
Cam Caldwell (Alexandria, USA)

Chapter 4. Strategy from a Strengths-Based Perspective: The SOAR Approach to Positive Results
Jacqueline M. Stavros and Cam Caldwell (Lawrence Technological University, Southfield, USA, and others)

Chapter 5. The Resource-Based-View of Competitive Advantage: Leadership Principles for Sustaining Organizations
Cam Caldwell and Verl Anderson (Alexandria, USA, and others)

Chapter 6. Strategic Management through Leadership Ethos
Ken Kalala Ndalamba and Cam Caldwell (University of the Western Cape, Cape Town, South Africa, and others)

Chapter 7. Innovation and Creativity
Bill Christensen and Laura Birou (Dixie State University, St. George, USA, and others)

Chapter 8. Human Resource Management for Competitive Advantage
Sylivia Atwijuka and Cam Caldwell (Uganda Management Institute, Kampala, Uganda, and others)

Chapter 9. Blue Ocean Strategies and Disruptive Innovation: Creative Insights for Competitive Advantage
Cam Caldwell and Verl Anderson (Alexandria, USA, and others)

Chapter 10. Strategic Management and Social Responsibility
Verl Anderson and Cam Caldwell (Dixie State University, St. George, USA, and others)

Chapter 11. Improving Customer Service: A Path to Competitive Advantage
Cam Caldwell and Verl Anderson (Alexandria, USA, and others)

Chapter 12. Transformative Ethics and Trust: The Keys to a Competitive Advantage
Verl Anderson and Cam Caldwell (Dixie State University, St. George, USA, and others)

Chapter 13. The Nature of Kindness: The Key to a Competitive Advantage
Cam Caldwell and Verl Anderson (Alexandria, USA, and others)

Chapter 14. Competitive Advantage and Transformative Leadership
Verl Anderson and Cam Caldwell (Dixie State University, St. George, USA, and others)

Chapter 15. Competitive Advantage and a Noble Purpose
Sylivia Atwijuka and Cam Caldwell (Uganda Management Institute, Kampala, Uganda, and others)

Chapter 16. Competitive Advantage and the Elusiveness of Sustainability
Verl Anderson and Cam Caldwell (Dixie State University, St. George, USA, and others)

Chapter 17. Excellence and Competitive Advantage
Cam Caldwell and Verl Anderson (Alexandria, USA, and others)

Chapter 18. Service Quality for Improved Performance
Verl Anderson and Cam Caldwell (Dixie State University, St. George, USA, and others)

Chapter 19. The Rise, Fall and Recovery of the US Airline Industry: Strategic Insights
Cam Caldwell and Verl Anderson (Alexandria, USA, and others)

Chapter 20. Evolving Leadership as a Competitive Advantage
Raymond A. Peters, RoyOMartin (Alexandria, USA)

Chapter 21. Detroit’s Big “Whoops!”: Strategic Failures of the US Auto Industry
Cam Caldwell and Verl Anderson (Alexandria, USA, and others)

Chapter 22. A Service Quality Case Study: What Not to Do
Verl Anderson and Cam Caldwell (Dixie State University, St. George, USA, and others)

Index

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